Construction leaders face challenges in implementing change initiatives that impact profitability. Using the five-P theory, this qualitative case study examines strategies employed by five leaders from three Florida construction companies. Data from interviews and documents identified five key themes: goal setting, communication, stakeholder involvement, resource management, and adaptability. The study refines the 5Ps framework, suggesting People and Process function collaboratively rather than separately in small firms. Leaders are encouraged to foster open communication to engage stakeholders effectively. The study refines the 5Ps by (a) fusing People–Process interactions and (b) adding Project Context, thereby offering a 5Ps + C model that extends change-management theory in project-based settings.
Ivette DeJesus1*, Thomas Schaefer2, and Juan Roman3 (Wed,) studied this question.